Delight Customers By Not Giving Them What They Want

It sounds odd, doesn’t it? I’ve spent the last 2 years at Amazon, where we preach customer obsession day in and day out. It’s one of the things that makes me love my job. Yet I’m firmly convinced that in some very few cases, the best thing to do for a customer is to not give them exactly what they are asking for.

Consider a recent discussion that happened at work during a meeting. To set the stage, you have to understand that Amazon has made a massive bet in continuous deployment over the last several years. John Jenkins, a long time Amazonian before joining Pinterest, gave some impressive stats on how frequently Amazon deploys code to production during his talk at Velocity in 2011. In the two years since that talk the company has doubled down on it’s investment to ship code to production continuously, and while I can’t disclose specific details the numbers today would blow the 2011 numbers out of the water. We have an internal saying that “bake time is for cookies”, and the normal mode of operation for most teams is that changes flow to production within minutes or hours of when they are checked in. Of course, deploying continuously comes with a cost. First, you have to have tooling in place that can drive the correct integration and deployment workflows and respond to failures gracefully. Second, applications have to be designed and implemented a certain way: interfaces must be hardened to allow independent deployment of components, adequate automated tests must be written, etc. In practice this state can be difficult to achieve when you’re starting from a messy, legacy code base.

In this particular instance a team was trying to move to continuous deployment, but they wanted to take baby steps to get there. They were asking us to build legacy features into our shiny new continuous deployment tooling that would allow them to use some of the tools while still running a bunch of manual tests, batching up changes, and deploying infrequently. My boss has an amazing knack for analogies, and he described the situation this way:

“We’re trying to sell modern medicine. We’ve built a beautiful new hospital that people are excited about. But some people can’t fully justify the cost of buying in, and now they’re starting to come to us and ask us to put rooms in the new hospital for bloodletting.”

There were several problems with building the features that this team was requesting. First, it would enable the team not to make the massive leap that was necessary to change the way that they develop and deploy software. In the world of software engineering, states that are viewed as stepping stones often become much more permanent. Worse yet, it would allow other teams to leverage the features and not make the leap. And finally, the work required to build the features would prevent our team that built the continuous deployment tooling from building cool new features that people who were really doing continuous deployment needed.

Don’t get me wrong, this kind of circumstance is the exception and not the rule. If you think that your users are asking for the wrong thing you should first doubt and question yourself, then question yourself again. But occasionally the impulse is correct and the way to delight a customer you have to not give them what they want. They won’t appreciate it in the short term, but if you’re confident that you’re making the correct call they may thank you down the road.